Andrea Assi
Nour Haddad
Sahar Nifnaks
Andrea Assi
Nour Haddad
Sahar Nifnaks
​​In order to establish and promote the identity brand of Emirates Airlines and Etihad Airways in two periods across the future era, we have to implement cultural branding strategies explored and discussed by Douglas Holt in “How Brands Become Icons: The Principles of Cultural Branding” (2004). Holt suggests that too often advertisers rely on the use of traditional mind-share principles and brand attributes when it comes to selling to a customer. However, he reveals an alternative; a cultural branding strategy that focuses on building relevant “identity myths” that are formed through the deep analysis and understanding of ideologies, populist worlds, and consumer anxieties. Holt defines cultural branding as the “set of axioms and strategic principles that guide the building of brands into cultural icons”. This formula of cultural branding principles has led to the mass success of iconic brands.
We will be creating an identity myth chart for the two potential periods in the future era of Etisalat and Du branding. The first step is to identify the appropriate ideologies along with their contradictions for each period. By analyzing the potential social, political, and economical issues that could arise in the future while keeping in mind the understanding from previous research conducted in the past and present era we have developed, we were able to create four myth markets (two myths per period) in order to address the anxieties, desires, and needs.
​​In order to establish and promote the identity brand of Emirates Airlines and Etihad Airways in two periods across the future era, we have to implement cultural branding strategies explored and discussed by Douglas Holt in “How Brands Become Icons: The Principles of Cultural Branding” (2004). Holt suggests that too often advertisers rely on the use of traditional mind-share principles and brand attributes when it comes to selling to a customer. However, he reveals an alternative; a cultural branding strategy that focuses on building relevant “identity myths” that are formed through the deep analysis and understanding of ideologies, populist worlds, and consumer anxieties. Holt defines cultural branding as the “set of axioms and strategic principles that guide the building of brands into cultural icons”. This formula of cultural branding principles has led to the mass success of iconic brands.
We will be creating an identity myth chart for the two potential periods in the future era of Etisalat and Du branding. The first step is to identify the appropriate ideologies along with their contradictions for each period. By analyzing the potential social, political, and economical issues that could arise in the future while keeping in mind the understanding from previous research conducted in the past and present era we have developed, we were able to create four myth markets (two myths per period) in order to address the anxieties, desires, and needs.
Executive Summary
Brand Genealogy and Proposed Cultural Branding Strategy:
Etisalat and Du: Evaluate their logo, slogan, target audience, appeal, creative and message strategies and execution for at least three decades: the Past/vintage, the Present/modern, and the Future. In the process, consider the extent to which key, social, political, economic, cultural, technological, environmental events may have impacted or could possibly impact its branding/image intentionally or serendipitously.
Based on the axioms and strategic principles of cultural branding as espoused by Douglas B. Holt in “How Brands Become Icons—Principles of Cultural Branding ''(2004), promote Etisalat and Du across two periods in the future era to the identity target markets.
Brand Genealogy Breakdown:
In genealogy, we will be searching the three main eras that include: Vintage era (1980-2010), modern era (2011-2021), and future era (2022-2040). In the vintage era, which is the past, we will be talking about what happened in the 20th century. The present, in which we will discuss what occurred between and within both brands. Lastly, in the future, we will be predicting the future social, cultural, environmental, technological, and economic situations that could occur and how both brands could leverage these circumstances in promoting themselves.